Modernization Hub

Modernization and Improvement

Driving cloud strategy and adoption in the Microsoft enterprise – THR2364


. >>>GOOD MORNING. SO MY NAME IS SETH. AS — THIS IS MIRI. WE ARE PART OF CORE SERVICES ENGINEERING WHICH IS FORMERLY MICROSOFT IT. WE ARE THE IT TEAM INSIDE OF MICROSOFT. WHAT I WILL TALK ABOUT IN THIS SESSION IS HOW WE DROVE OUR OWN INTERNAL CLOUD OPTION EVEN THOUGH WE ARE MICROSOFT IT WASN’T AN AUTOMATIC PRESS A BUTTON AND WE WERE IN THE CLOUD. IT TOOK A LONG TIME. IT WAS A TRIP AND I WILL SHARE SORT OF HOW WE WENT ABOUT THAT AND HOW WE ARE LOOKING AT IT TODAY. SO FEEL FREE TO ASK QUESTIONS, I WILL KIND OF CUT YOU OFF IF IT GETS TOO CRAZY BUT I WILL DO MY BEST TO ANSWER. IF THERE ARE QUESTIONS THAT YOU HAVE THAT I CAN’T FINISH IN TIME I WILL BE HERE AT THE BOOTH AFTERWARDS. TO START WITH, WITH DRIVING CLOUDED OPTION IN ANY WORK AND WHAT WE FOUND OUT SPECIFICALLY INSIDE OF MICROSOFT WAS THE NEED TO MOVE TO AN AGILE MIND SET. NOT JUST IN TERMS OF SOFTWARE MIND SET BUT ADOPTING DEV OPS BUT HOW DO YOU WORK IT INTO THE CULTURE INSIDE OF IT? WE DID THAT IN A FEW WAYS. THE BIG ONE WAS MOVING MOST OF OUR IT BUSINESS OPERATIONS INTO VSTS TO RUN ALL OF THE PROJECTS THAT IT IS RESPONSIBLE FOR. WHAT THAT DID WAS CREATE A COMMON LANGUAGE AND COMMON BOOK OF WORK ACROSS THE WHOLE ORGANIZATION SO THAT WE — IT WAS EASY TO HAVE CONVERSATIONS BETWEEN TEAMS AND UNDERSTAND WHO IS WORKING ON WHAT, UNDERSTAND FROM A REPORTING ASPECT OF WHAT ARE THE KEY PROJECTS, WHAT IS THEIR STATUS, THINGS LIKE THAT. OBVIOUSLY WITH IN OUR SOFTWARE DEVELOPMENT OR ENGINEERS THAT BUILD LINE OF BUSINESS APPS FOR MICROSOFT THEY ARE USING VISUAL STUDIO AND CONTINUOUS INTEGRATION. ONE OF THE THINGS WAS MOVING THE WHOLE ORG INTO THIS MIND SET OF SPRINTS OF DELIVERY AND THEN ALSO SERVICE REVIEWS. IT’S IMPORTANT TO HAVE A LIVE SITE CULTURE AS YOU MOVE INTO CLOUD SERVICES BECAUSE MAYBE YOU ARE PROVIDING THE ADMIN OF A CLOUD SERVICE FOR YOUR ORGANIZATION LIKE DYNAMICS 365 OR, YOU KNOW, SHARE POINT ONLINE, ET CETERA. ALSO, HOW YOU PROVIDE SERVICES TO YOUR INTERNAL STAKE HOLDERS AS A SERVICE RATHER THAN AN INDIVIDUAL SILOED APPLICATION. WHEN WE FIRST STARTED THINKING ABOUT HOW WE WERE GOING TO MOVE OUR PORTFOLIA — WE HAVE ABOUT 1800 LINE OF BUSINESS APPLICATIONS. WITH IN MICROSOFT WE MANAGE, YOU KNOW, HR, FINANCE, SALES, MARKETING, TO DO THAT WE CREATED OVER YEARS AND YEARS 1800ISH LINE OF BUSINESS APPLICATIONS. THAT IS NOT A GOOD THING TO DO. I WOULDN’T RECOMMEND DOING THAT YOURSELVES. WE HAD A CULTURE OF BUILDING EVERYTHING. SO WE HAD A LOT OF, SORT OF MOVEMENT BETWEEN PRODUCT TEAMS AND IT. THEY WANTED TO BUILD A NEW THING EVERY TIME THERE WAS A — A NEED WITH IN THE BUSINESS AND WE DID THAT. SO, IT GOT VERY MESSY. WHEN WE STARTED TO LOOK AT IT, WE REALLY BROKE IT DOWN INTO THREE SORT OF BUCKETS AND THEN A SMALL EXCEPTION. THOSE WERE COMMODITY, INVESTMENT AND SUSTAINING. THAT’S HOW WE CLASSIFIED ALL OF THESE. SO COMMODITY WERE THINGS WE COULD PROVIDE WITH THE SASE OFFERING. E-MAIL, DYNAMICS, THAT’S EXPANDED A LOT WITH ALL OF THE NEW FEATURES AVAILABLE THROUGH POWER APPS AND THINGS LIKE THAT ARE MOVING MORE INTO THAT BUCKET. THE NEXT ONE WAS INVESTMENT OR SUSTAIN. INVESTMENT WERE AREAS OF THE BUSINESS WHERE APPLICATIONS WHERE WE WERE ACTIVELY RUNNING PROJECTS TO IMPROVE THEM IN SOME WAY. EITHER NEW APPLICATION OR SERVICE OR SOMETHING WHERE WE WERE REDOING IT. MAYBE THE HR TEAM WAS CHANGING THE PERFORMANCE REVIEW PROCESS AND WE HAD TO MAKE A CHANGE. WHAT THAT DROVE WAS DEVELOPMENT OR ENGINEERING IN TO PATHS OR PLATFORM AS A SERVICE. THAT’S HOW WE SET PRIORITIES FOR WHAT WE DO WITH THAT SEGMENT OF APPLICATIONS. THEN SUSTAIN IS JUST THAT. THOSE ARE APPLICATION THAT ARE THERE, THEY ARE WORKING, SERB WE JUST LIFTED THEM AND SHIFTED THEM TO IS. FINALLY WE HAVE SOME UNIQUE DATA SETS WE KEPT ON PREM AND MAY STILL BE THERE IN SOME CASES. THAT WAS THE SORT OF HIGH LEVEL STRATEGY WE TOOK TO LOOKING ACROSS THE PORTFOLIO OF 1800 LINE OF BUSINESS APPS. THEN WE DID AN ASSESSMENT TO DECIDE WHAT WE WOULD DO WITH THEM. WE LOOKED AT DIFFERENT CATEGORY FROM THE BUSINESS IMPACT TO ITS ARCHITECTURE, THE TYPE OF WORK LOAD, HOW IT WAS BUILT IN THE PAST. WAS IT LOOSELY COUPLED, WAS IT SCALED UP APPLICATION AND WE CAME UP WITH A COMPLEX PRIORITY EXERCISE THAT DID GIVE US SOME ANSWERS BUT THROUGHOUT THIS WHAT WE WERE REALLY LOOKING AT WAS APPLICATIONS AS A SILO OR AS A TECHNICAL OBJECT, RIGHT? THIS APPLICATION WAS MADE UP OF A BACK END SERVER, A BUSINESS LAYER, MIDDLE TIER AND WEB FRONT END. WHAT DO WE DO WITH EACH OF THOSE? I WILL TELL YOU WHERE WE ENDED UP NOW. THAT GOT US INTO AZURE AND INTO OFFICE 365. WE ENDED UP ESSENTIALLY WITH THE SAME THING IN THE CLOUD THAT WE HAD ON PRIM. THIS IS A FANTASTIC WAY TO EXECUTE THAT IF THAT’S WHERE YOU ARE TRYING TO GO. WHEN WE WENT THROUGH THAT PROCESS WE ENDED UP WITH THIS SORT OF DISTR IB UTION OF THOSE APPS. WE SAVED ABOUT 30 OF OUR RESOURCES OR HOWEVER YOU WANT TO DESCRIBE IT. A LOT OF THOSE CAME FROM THE DEV AND TEST ENVIRONMENTS THAT WE NO LONGER NEEDED. WHEN YOU MOVE TRADITIONAL WORK LOADS IN TO AZURE WITH THE LIFT AND SHIFT YOU DON’T NEED THE SAME DEV AND TEST ENVIRONMENTS BECAUSE YOU CAN CREATE THEM ON DEMAND. AROUND 15 WENT OVER TO DYNAMICS 365, OFFICE 365 AND THEN 35 ARE THE COMPLEX LINE OF BUSINESS APPS. THOSE ARE THINGS WE BUILT FOR MICROSOFT, FOR OUR BUSINESS PROCESSES THAT COULDN’T BE HANDLED BY A SASS SOLUTION REALISTICLY. WE WENT TO DIFFERENT TECHNICAL SOLUTIONS BASED ON WHAT WAS POSSIBLE, YOU KNOW WHAT WE COULD BUILD IN PATHS OR SA SE AND THEN LIFT AND SHIFT. LIKE I SAID, IN THE PAST AND THROUGH OUR MIGRATION WE LOOKED AT IT AS A TECHNICAL PROBLEM TO SOLVE. WE HAVE THIS WORK LOAD, IT SITS ON THIS RESOURCES OR USES THESE SERVICES. HOW DO WE DO THAT IN AZURE? THAT’S THE QUESTION WE WERE TRYING TO ANSWER. AS WE MOVE FORWARD WE ARE 90 PLUS PERCENT OF ALL MICROSOFT RESOURCES IN CLOUD. IT’S VERY HIGH, I DON’T HAVE THE EXACT NUMBER IN MY HEAD. WE SHIFTED OUR THINKING. A FEW YEARS AGO WE MOVED TO A CONCEPT OF A SERVICE OFFERING. THOSE ARE DIFFERENT THAN WHAT WE CALLED OUR APPLICATIONS OR PORTFOLIO IN THE PAST. A SERVICE OFFERING IS SOMETHING THAT’S OFFERED TO THE BUSINESS AND FOR HR FOR EXAMPLE, IT’S THE HIRE TO RETIRE PROCESS. THERE IS RECRUITING, RETENTION, EMPLOYEE REVIEWS, PAYROLL, ALL THE THINGS THAT HAVE TO DO WITH HR. WHY WE DID THAT WAS NOT JUST TO LOOK COOL BUT TO THINK ABOUT THAT AS A WHOLE END TO END PROCESS THAT WE PROVIDE TO THAT BUSINESS UNIT. WHAT THAT STARTED TO CHANGE FROM A CULTURE PERSPECTIVE IS TO MOVE AWAY FROM OWNING THE SILOED APPS WHERE SAM’S TEAM OWNS THIS AND DEBORAH’S TEAM OWNS THAT, THEY ARE RESPONSIBLE FOR THIS THING. WHAT IT DID WAS OPEN THE — THE THINKING OF THESE ARE ALL THE PIECES AND GET AWAY FROM THAT SORT OF CASTLE MIND SET OF THIS IS MY THING, THIS IS WHAT WE DO AND MOVE TO A THIS IS A SERVICE, HOW CAN WE MAKE IT BETTER END TO END RATHER THAN TREATING EACH INDIVIDUAL PIECE AS A SEPARATE ITEM OR TECHNOLOGY? WE STARTED THERE. WHERE WE ARE LOOKING AT TODAY IS TWO MAIN AREAS. SO, EXPERIENCE, DESIGN AND ARCHITECTURE MATURITY. THOSE ARE OUR FOCUSES INSIDE OF THIS STILL COMPLEX PORTFOLIO APPLICATION OF SERVICES BUT THIS IS HOW WE ARE SETTING PRIORITIES FOR THE PROJECTS THAT CORE SERVICE ENGINEERING OR MICROSOFT IT IS WORKING ON TODAY. AS I MENTIONED IN THE SERVICE OFFERING WE ARE LOOKING AT EXPERIENCE DESIGNS. FOR THAT HR EMPLOYEE THAT IS WORKING THROUGH THIS PROCESS WE SUPPORT, HOW ARE WE DESIGNING AN EXPERIENCE FOR THEM RATHER THAN TWEAKING HOW THE APPLICATION WORKS? THOSE ARE THE OUTCOMES THAT WE ARE LOOKING AT. IS IT SIMPLER, HAVE WE REMOVED STEPS? DOES THAT HR PERSON NOT HAVE TO GO THROUGH NINE APPS AND WE CAN REDUCE OR COMBINE A COUPLE OF THOSE INTO TWO OR THREE APPLICATIONS? THEN THE BUSINESS OUTCOMES IS HOW WE ARE MEASURING OUR SUCCESS IN HOW WE OPTIMIZE THOSE DIFFERENT APPLICATIONS AND SERVICES. WE ARE NOT TALKING IN TERMS OF OUR SITE LIABILITY OR UP TIMES AND WE HAVE THIS FEW TICKETS AND IT’S MORE TIED TO WHAT THEY ARE TRYING TO ACCOMPLISH. THEIR PERCENTAGE OF WHAT WAS THEIR RECRUITMENT EFFICIENCY. HOW WERE THEY ABLE TO RECRUIT AT A FASTER RATE BASED ON THE SYSTEMS WE PROVIDE TO THEM? THEN ARCHITECTURE MATURITY. WE LOOKED AT THE PORTFO LIIO, THE RESOURCES AND TRIED TO ANSWER HOW CAN WE DO THIS IN AZURE OR A CLOUD SERVICE. THAT ISN’T NECESSARILY THE RIGHT QUESTION IF YOU WANT TO DRIVE DIGITAL TRANSFORMATION OR IT MATURITY. IT’S MORE OF HOW DO YOU OPTIMIZE THIS WHOLE STEW OF WHAT IT HAS TO DO. THE CORE IS LOOKING ACROSS A GROUP OF APS LIKE HR APPS AND LOOK AT WHERE DATA IS REPLICATED. DO WE HAVE NINE COPIES THAT ARE — NUMBER ONE. . >>>ANY QUESTIONS? WHO IS IN THEIR MIDDLE OR CLOUD JOURNEY. WHO — QUESTION? . >> HOW DID YOU GET ALL THE BUSINESS TIED YOU ON THE HOUSE? THE PIPELINE IS ALWAYS FULL. IT’S POSSIBLE AS AN IT IF YOU GO TO CLOUD OR SOMETHING. >> YES. I WILL ANSWER IN TWO WAYS. THE QUESTION WAS HOW DID WE GET THE BUSINESS ON BOARD WITH THIS BECAUSE THEIR PRIORITIES ALWAYS AT A FEATURE LEVEL OR FUNCTION. FROM A CLOUD MIGRATION STANDPOINT, NUMBER ONE IT WAS ESSENTIALLY PITCHING THIS AS AN OPPORTUNITY FOR THE BUSINESS TO CUSTOMIZE AND PROVIDE FEATURES, AT THE SAME TIME MOVING IN TO DYNAMICS 365 OR WHATEVER THE MODERN VERSION OF THE AP IS THAT WE ARE PROVIDING THEM IN THE CLOUD. FROM THE LIFT AND SHIFT SIDE IT WAS INVISIBLE TO THEM. THAT MADE UP AROUND 50 OF THE CLOUD MIGRATIONS THAT WE DID. WE JUST USED THE STANDARD AZURE RECOVERY TO DO IT WITH VERY LITTLE DOWN TIME. WHERE WE ARE MOVING MORE SUBSTANTIALLY TO LIKE A SASE OFFERING OR SPECIFICALLY, BUSINESS PROCESSES THAT WERE DONE IN A LEGACY WAY TO A MODERN, MAYBE OFFICE 365 DRIVEN PROCESS IT WAS PACKAGING IT WITH ADDITIONAL FUNCTION. WHEN ARE YOU THINKING ABOUT PLANNING PROJECTS OR PITCHING THEM UNLESS IT’S A LIFT AND SHIFT OR THERE WILL BE NO USER IMPACT YOU HAVE TO SHOW UP WITH SOME BENEFIT THEY WILL GET OUT OF IT AND COST WILL BE PART OF THAT FROM AN OPERATION PERSPECTIVE BUT THAT CAN BE TOUGH DEPENDING ON THE FINANCIAL MODEL OF YOUR ORGANIZATION BASED ON THE PEER TEAMS AND THE COMPANY. IT’S REALLY NUMBER ONE, NOT MOVING TO THE CLOUD JUST TO DO IT BUT TO HOPEFULLY GET MORE FUNCTION FOR YOU AND THE CUSTOMER. THAT IS — THAT’S THE ANSWER. FOR THE MIGRATION PART. FOR THIS, WE DIDN’T SUDDENLY HAVE ALL THIS EXTRA TIME BECAUSE WE MOVED TO THE CLOUD. HOW WE DO THIS IS WE HAVE CHANGED THE CONVERSATION FROM BEING AN ORDER TAKER TO BEING A BUSINESS PARTNER. THAT IS EASIER SAID THAT DONE. WHAT WE HAVE DONE IN CORE SERVICES ENGINEERING IS SET PRIORITIES BASED ON WHAT WORKS BEST FOR THE COMPANY. IT’S A BALANCE OF HOW YOU DO THAT BECAUSE YOU KNOW, ON THE ONE EXTREME YOU DO EVERYTHING FOR THESE CLIENTS AND YOU ARE THEIR ORDER TAKER. ON THE OTHER YOU ARE INDEPENDENT AND NOT TAKING AS MUCH OUTSIDE INPUT INTO WHAT THE TEAM IS WORKING ON. WHAT IT’S DONE FOR US IS ALLOWED US TO HAVE A VISION FOR NOT JUST THIS BIT BUT HOW WE SEE THE COMPANY TRANSFORMING AND HOW THIS SUPPORTS THAT. RIGHT? IT REQUIRES A BIT OF SALESMANSHIP FROM IT THAT ISN’T ALWAYS THERE AND PART OF THAT HAS BEEN WHERE WE HAVE SHIFTED OUR FOCUS IN HIRING. SO THESE ARE SOME OF THE SKILLS AND THESE ARE THE TRADITIONAL IT ROLES. THESE ARE MORE OF THE ROLES WE ARE HIRING FOR INSIDE OF CORE SERVICES ENGINEERING. RIGHT? ONE OF THE BIG ONES IS RELATIONSHIP MANAGER. THAT IS WHAT PARTIALLY ENABLED THAT. MOST OF THOSE HAVE COME FROM THE DIFFERENT BUSINESS UNITS. MAYBE THEY ARE INTERFACED INTO THE TEAMS AND THEY ARE IN CORE SERVICES OR IT. THAT HAS BEEN CRITICAL TO SORT OF CHANGING THAT CONVERSATION SO THAT IT ISN’T JUST ASKING FOR BUDGET, COMING FORWARD WITH MORE IMPACTFUL PROJECTS AND INITIATIVE THAT WILL HELP THE BUSINESS. >> THANK YOU. . >> ON YOUR PREVIOUS SLIDE, TWO SLIDING AT YOU HAD A SASE AT THE TOP OF YOUR MODEL. WE ARE SIMILAR IN THAT RESPECT BUT THE MORE I KEEP SEEING ABOUT AZURE FUNCTIONS AND SERVICELESS COMPUTING I START TO SEE LIKE — YOU KNOW ALL OF THESE SASE APPLICATIONS WE BUY AND MANAGE AND EVERYTHING THAT GOES WITH THAT. I FEEL LIKE WE COULD BUILD A LOT OF WHAT THESE TOOLS ARE DOING CHEAPER MANAGE THEM OURSELVES. YOU NEED A STAFF TO DO THAT BUT HAVE YOU THOUGHT ABOUT THAT WITH THE RISE OF SERV ERLESS OR JUST FORGET SASE? YOU CAN’T ALL THE TIME BUT TRY TO USE FUNCTIONS MORE? >> WE ARE GOING IN ALL DIFFERENT DIRECTIONS AT THE SAME TIME. THAT IS DEFINITELY HAPPENING. I’M DOING A TALK LATER TODAY ABOUT HOW WE WORK WITH A LOT OF THE INTEGRATION WITH THE SERVERLESS SYSTEM FOR SUPPLY CHAINS SPECIFICALLY. IN TERMS OF SASE OFFERINGS WE ARE DOING MORE FUNCTIONALITY ADDITION, USING SERVERLESS LIKE AZURE FUNCTIONS OR POWER APPS OR THINGS LIKE THAT. I WOULD SAY WE ARE STILL USING THE SASE APPLICATIONS FOR THEIR PRIMARY PURPOSE. WE ARE BUILDING A VERY SPECIFIC SAIMS EXPERIENCE USING LIGHT WEIGHT SERVERLESS TOOLS. SO, I WOULDN’T SAY WE ARE REPLACING THINGS WHOLE SALE WITH SERVERLESS DESIGNS. NUMBER ONE BECAUSE IT REQUIRES A LOT OF EFFORT AND IF A SASE SOLUTION IS GOING TO DO 80 PLUS OF WHAT WE NEED WE ARE GOING TO STICK WITH THAT AND JUST ADD FUNCTIONALITY LIKE I SAID. WE DO HAVE TEAMS DOING A LOT OF TESTS IN DIFFERENT AREAS. >> I WONDERED HOW YOU SET THE BUSINESS UNIT EXPECTATIONS? WE HAVE THINGS ON PRINT. WE REACT TO AN ISSUE IMMEDIATELY AND YOU MAY NOT HAVE THAT WITH THE CLOUD PROVIDER? >> HOW DO WE SET EXPECTATIONS WITH OUR BUSINESS PARTNERS IN TERMS OF RELIABILITY AND RESPONSIVENESS. A LOT OF THAT OBVIOUSLY IS GOING TO COME FROM THE CLOUD PROVIDER. US, EVEN THOUGH WE ARE IN MICROSOFT WE ARE STILL A CUSTOMER AND OFTEN THE LOWER PRIORITY THAN REAL CUSTOMERS TO BE HONEST. IT’S REALLY ABOUT, NUMBER ONE, REGARDLESS OF WHICH SERVICE OFFERING YOU ARE GOING TO IS UNDERSTANDING HOW TO ENGINEER RELIABILITY INTO THE SERVICE. YOU DO LOOSE AN ASPECT OF CONTROL IN TERMS OF — YOU CAN’T SEND JOE OVER TO THE SERVER ROOM TO FIX IT RIGHT AWAY. WHEN WE DID LIFT AND SHIFT AND THE AZURE SOLUTIONS WE WENT DOWN IN TERMS OF OUR SLA TO A LOT OF BUSINESS UNITS. WHEN WE WENT THROUGH THAT IT WASN’T JUST LOOKING AT THE TECHNOLOGY BUT THAT WAS WHAT — WHAT IS THE SERVICE LEVEL TO BUSINESS ACTUALLY NEEDS? WE WERE OFTEN OVER PROVIDING IN THE PAST. JUST BECAUSE THAT’S WHAT IT DID. WE ARE RISK AVERSE. >> YOU SET THIS EXPECTATION. IT’S A PROBLEM TO MAINTAIN THAT. >> EXACTLY. FROM THE PAST WE OFTEN HAD, LET’S SAY, BATCH REPORTING SERVERS THAT RAN AT SOME INTERVAL OR THEY RAN EVERY TWO DAYS. WHEN WE WENT BACK TO THE BUSINESS IT WAS OFTEN THAT THEY ONLY USED THOSE REPORTS EVERY TWO WEEKS. GOING THROUGH THE EXERCISE IS A GOOD SORT OF CLEANSING MOTION AS WELL BECAUSE IF YOU TAKE THE TIME TO NOT JUST MASSIVELY MOVE AT A FAST BASE YOU BUILD THOSE BUSINESS RELATIONSHIPS BECAUSE YOU CAN ASK THOSE QUESTIONS OF — WHAT ARE YOU GUYS NEEDING OUT OF THIS AND IN A LOT OF PLACES WE WERE — OVER PROVIDING. WE COULD HAVE DONE LESS. FROM A RELIABILITY PERSPECTIVE WITH THE SASE OFFERINGS ITS SORT OF BLACK AND WHITE, RIGHT? YOU KNOW WHAT YOU ARE GOING TO GET. YOU HAVE A SERVICE MANAGER OR ACCOUNT MANAGER ASSIGNED TO YOU OR YOU HAVE A POINT OF CONTACT AND ESCALATION PROCESS. THAT’S EASY ENOUGH TO SHARE WITH YOUR CLIENTS. FROM LIKE I SAID FROM AN INFRASTRUCTURE PERSPECTIVE IN SOME CASES IT WAS ACTUALLY MUCH EASIER TO PROVIDE MORE AVAILABILITY IN AZURE BECAUSE YOU CAN JUST CLICK ON GEO AVAILABILITY AND WE DIDN’T ALWAYS HAVE THAT OPTION WITH OUR PRIVATE DATA CENTERS. THANK YOU. BACK THERE AND I THINK THIS WILL HAVE TO BE MY LAST ONE. >> IF YOU COULD GO BACK TO ONE SLIDE. YEAH. HERE I JUST WANTED TO KNOW IF THERE IS ANY ORDER, WHERE DO WE REALLY START. I FEEL LIKE GOING IN CYCLES WE THINK ABOUT THE DATA CONSOLIDATION OR GETTING THE BUSINESS TO COME TELL US WHAT NEW FUNCTIONS THEY MAY NEED. IS THERE A BETTER ORDER THAT WE SHOULD FOLLOW THAT HELPS US MOVE TO THE NEXT LEVEL? >> FOR US, WE ARE HONESTLY DOING ALL THIS AT THE SAME TIME. SO, WE HAVE A DATA TEAM THAT ACTUALLY IS A PEER GROUP OF OURS. MY TEAM IS IN SORT OF SHARED SERVICES ENGINEERING WHICH IS DRIVING SEVERAL OF THESE. THAT’S A TEAM THAT DOESN’T HAVE OWNERSHIP OF ANY APPLICATIONS BUT THEY ARE RESPONSIBLE FOR WORKING ACROSS ALL OF THE DATA SOURCES TO UNDERSTAND BASICALLY WHERE THERE IS DUPLICATION, WHICH IS A HUGE COST PROBLEM WHEN YOU MOVE IN TO THE CLOUD AND WHERE CAN WE BASICALLY BUILD DATA AGGREGATION POINTS ACROSS DIFFERENT SERVICES THAT WE MAY NOT HAVE SEEN BEFORE. WHEN YOU LOOK AT THINGS END TO END FROM A SERVICE OFFERING YOU SEE THAT YOU HAVE A LOT OF OPPORTUNITY FOR OPTIMIZATION IN THE DATA SITE. THE USER SITUATION DESIGN IS PART OF OUR TEAM. THEY ARE RESEARCHERS AND THEY WORK ON PROJECTS BASICALLY MADE AS PRIORITIES FROM A HIGHER LEVEL. RIGHT NOW THEY HAVE SIX OR SEVEN PROJECTS. SOME ARE THE SALES EXPERIENCE, SOME ARE HR TOOLS, THEY WORK IN THAT FASHION AND THEN THE INDIVIDUAL APP TEAMS THE ONES FOCUSED ON THE MODERN MODERNIZATI IN. EVERYBODY HAS TO FOCUS ON APP MODERNIZATION. >> HOW OFTEN DO THEY COME TOGETHER TO MEET AND DISCUSS? THEY KIND OF OVERLAP? >> YEAH. SO, MOST OF THE RHYTHM OF OUR BUSINESS IS ABOUT SERVICE REVIEWS. SO, EACH OF THESE SERVICE OFFERINGS HAS A MONTHLY SERVICE REVIEW TO BASICALLY SHARE THE PROGRESS TO OUR CDO OR CHIEF DIGITAL OFFICER WHO REPORTS TO THE CEO AND HE IS RESPONSIBLE FOR ALL OF CORE SERVICES ENGINEERING. THEY SHOW UP AND AS PART OF A SERVICE OFFERING THERE’S A VERY — THERE’S A LOT OF FACTORS. THEY REPORT ON ALL OF THIS OF COURSE. THAT HAPPENS AT A HIGH LEVEL FRA A PROJECT PERSPECTIVE. THESE GUYS ARE WORKING ON INDIVIDUAL PROJECTS. SAME HERE, EACH OF THESE ARE SORT OF INDIVIDUAL PROJECTS THAT HAVE THEIR OWN RHYTHM. THE DATA TEAM FOR EXAMPLE IS WORKING ACROSS ALL OF THESE DIFFERENT PROJECTS. THEY ARE RUNNING PROJECTS SEPARATE AND THE TRICK WITH IT IS SEPARATING OUT GIVES YOU EFFICIENCY BECAUSE IF YOU ASK EVERY TEAM TO DO ALL OF THIS IT WON’T HAPPEN. YOU KNOW SOME PEOPLE WILL BE BETTER AT OTHERS BUT YOU WON’T END UP AT THE SAME PLACE TOGETHER. >> THANK YOU. >> I THINK WE ARE OUT OF TIME. THANK YOU VERY MUCH AND I WILL BE OVER HERE IF THERE ARE ANY

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